Академический Документы
Профессиональный Документы
Культура Документы
Course Description
This course explores how healthcare organizations can create sustainable competitive advantage in a volatile,
reimbursement driven industry. Topics include external and internal environmental analysis, strategy
formulation, organizational design and control and the impact of mergers and alliances on industry
performance. Healthcare case studies are used to illustrate key concepts.
Healthcare organizations face an environment unlike any other firm. They are highly regulated, they are
politicized, and they do not behave according to normal supply and demand economics. The effects of shifting
demographics and technological changes are amplified on the health care industry. Third party payees and
the societal aspects of health care interrupt the usual transactional nature of the business. Health care
employees are atypical – they tend to be independent professionals, who may consider their organizational
commitment to be lower than that to their profession, and who would not consider themselves providers of a
business service. In addition, health care organizations may be for profit, nonprofit, or state funded – each
category carrying its respective strategic problems.
The strategic management course integrates learnings from accounting, finance, marketing, MIS,
organizational behavior, and other business courses in the creation of sustainable competitive advantage for
health care organizations.
Spring 2010 - Syllabus HMGT 6321 - Strategic Management of Healthcare Organizations - Kannan Ramanathan - Page 1 of 7
University of Texas at Dallas - School of Management
Learning Objectives
1. Communicate a health care organization’s strategic vision by creating
a clear and comprehensive mission statement
3. Determine the value chain of a health care organization and its related
competitive advantage
4. Identify the strategic position of the health care organization within its
competitive environment
6. Develop health care service delivery strategies that fit the value chain
and external environment
Required Text
Strategic Management of Health Care Organizations
Linda E. Swayne, W. Jack Duncan, & Peter M. Ginter
6th edition
Blackwell Publishing
ISBN: 978-1-4051-7918-8
©2009
Case Studies
The text includes the six cases students will analyze in this course.
Spring 2010 - Syllabus HMGT 6321 - Strategic Management of Healthcare Organizations - Kannan Ramanathan - Page 2 of 7
University of Texas at Dallas - School of Management
Spring 2010 - Syllabus HMGT 6321 - Strategic Management of Healthcare Organizations - Kannan Ramanathan - Page 3 of 7
University of Texas at Dallas - School of Management
The course content will be presented and discussed through a combination of lectures and class discussions.
My intent is to help you think through the issues in a given context, and to help you articulate your participation
in class discussions clearly and concisely. Students are expected to attend all classes and to read the
assigned material. You need to come to class after having studied the material that will be discussed in a
given class. University guidelines recommend that you study 2-3 hours per week for every credit hour in
which you are enrolled. Your grade will be based on the following:
Case Presentation
Teams of students will analyze and present six cases. Each team will consist of (about) three
students. Each case will be presented by a pair of teams, i.e., for each case there will be two
presentations of the same case by two teams. Students will chose their own team members.
Cases will be randomly assigned to teams. Grading will be based on depth of analysis and
professionalism of presentation. Peer evaluation - of the presentation, and of team
participation - will be part of the grading process. Students will submit their PowerPoint
presentation via e-learning one week before their scheduled presentation date.
Please Note:
Grades will NOT be curved.
There are no make up quizzes.
There is no provision for extra credit.
Grades will be based on the following point ranges which may differ from other classes:
Spring 2010 - Syllabus HMGT 6321 - Strategic Management of Healthcare Organizations - Kannan Ramanathan - Page 4 of 7
University of Texas at Dallas - School of Management
The University of Texas System and The University of Texas at Dallas have rules and regulations for the
orderly and efficient conduct of their business. It is the responsibility of each student and each student
organization to be knowledgeable about the rules and regulations which govern student conduct and activities.
General information on student conduct and discipline is contained in the UTD publication, A to Z Guide,
which is provided to all registered students each academic year.
The University of Texas at Dallas administers student discipline within the procedures of recognized and
established due process. Procedures are defined and described in the Rules and Regulations, Board of
Regents, The University of Texas System, Part 1, Chapter VI, Section 3, and in Title V, Rules on Student
Services and Activities of the university’s Handbook of Operating Procedures. Copies of these rules and
regulations are available to students in the Office of the Dean of Students, where staff members are available
to assist students in interpreting the rules and regulations (SU 1.602, 972/883-6391).
A student at the university neither loses the rights nor escapes the responsibilities of citizenship. He or she is
expected to obey federal, state, and local laws as well as the Regents’ Rules, university regulations, and
administrative rules. Students are subject to discipline for violating the standards of conduct whether such
conduct takes place on or off campus, or whether civil or criminal penalties are also imposed for such
conduct.
Academic Integrity
The faculty expects from its students a high level of responsibility and academic honesty. Because the value
of an academic degree depends upon the absolute integrity of the work done by the student for that degree, it
is imperative that a student demonstrate a high standard of individual honor in his or her scholastic work.
Scholastic dishonesty includes, but is not limited to, statements, acts or omissions related to applications for
enrollment or the award of a degree, and/or the submission as one’s own work or material that is not one’s
own. As a general rule, scholastic dishonesty involves one of the following acts: cheating, plagiarism,
collusion and/or falsifying academic records. Students suspected of academic dishonesty are subject to
disciplinary proceedings.
Plagiarism, from the web, from portions of papers for other classes, and from any other source is
unacceptable and will be dealt with under the university’s policy on plagiarism (see general catalog for details).
This course may use the resources of turnitin.com, which searches the web for possible plagiarism and is
over 90% effective.
Email Use
The University of Texas at Dallas recognizes the value and efficiency of communication between faculty/staff
and students through electronic mail. At the same time, email raises some issues concerning security and the
identity of each individual in an email exchange. The university encourages all official student email
correspondence be sent only to a student’s U.T. Dallas email address and that faculty and staff consider
email from students official only if it originates from a UTD student account. This allows the university to
maintain a high degree of confidence in the identity of all individual corresponding and the security of the
transmitted information. UTD furnishes each student with a free email account that is to be used in all
communication with university personnel. The Department of Information Resources at U.T. Dallas provides a
method for students to have their U.T. Dallas mail forwarded to other accounts.
Spring 2010 - Syllabus HMGT 6321 - Strategic Management of Healthcare Organizations - Kannan Ramanathan - Page 5 of 7
University of Texas at Dallas - School of Management
Incomplete Grades
As per university policy, incomplete grades will be granted only for work unavoidably missed at the semester’s
end and only if 70% of the course work has been completed. An incomplete grade must be resolved within
eight (8) weeks from the first day of the subsequent long semester. If the required work to complete the
course and to remove the incomplete grade is not submitted by the specified deadline, the incomplete grade
is changed automatically to a grade of F.
Special Assistance
For help with test anxiety or time management, the following resources are available: your academic advisor,
the Learning Resource Center (MC2.402), the Counseling Center (SU1.608), the New Student Programs
Office (SU1.610), your instructor.
Spring 2010 - Syllabus HMGT 6321 - Strategic Management of Healthcare Organizations - Kannan Ramanathan - Page 6 of 7
University of Texas at Dallas - School of Management
Disability Services
The goal of Disability Services is to provide students with disabilities educational opportunities equal to those
of their non-disabled peers. Disability Services is located in room 1.610 in the Student Union.
Essentially, the law requires that colleges and universities make those reasonable adjustments necessary to
eliminate discrimination on the basis of disability. For example, it may be necessary to remove classroom
prohibitions against tape recorders or animals (in the case of dog guides) for students who are blind.
Occasionally an assignment requirement may be substituted (for example, a research paper versus an oral
presentation for a student who is hearing impaired). Classes enrolled students with mobility impairments may
have to be rescheduled in accessible facilities. The college or university may need to provide special services
such as registration, note-taking, or mobility assistance.
It is the student’s responsibility to notify his or her professors of the need for such an accommodation.
Disability Services provides students with letters to present to faculty members to verify that the student has a
disability and needs accommodations. Individuals requiring special accommodation should contact the
professor after class or during office hours.
The student is encouraged to notify the instructor or activity sponsor as soon as possible regarding the
absence, preferably in advance of the assignment. The student, so excused, will be allowed to take the exam
or complete the assignment within a reasonable time after the absence: a period equal to the length of the
absence, up to a maximum of one week. A student who notifies the instructor and completes any missed
exam or assignment may not be penalized for the absence. A student who fails to complete the exam or
assignment within the prescribed period may receive a failing grade for that exam or assignment.
If a student or an instructor disagrees about the nature of the absence [i.e., for the purpose of observing a
religious holy day] or if there is similar disagreement about whether the student has been given a reasonable
time to complete any missed assignments or examinations, either the student or the instructor may request a
ruling from the chief executive officer of the institution, or his or her designee. The chief executive officer or
designee must take into account the legislative intent of TEC 51.911(b), and the student and instructor will
abide by the decision of the chief executive officer or designee.
Please Note: This syllabus is intended to provide a general overview of the structure and format of
the course. I may make changes to this syllabus prior to start of classes.
Spring 2010 - Syllabus HMGT 6321 - Strategic Management of Healthcare Organizations - Kannan Ramanathan - Page 7 of 7